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ch11 review card (2)

ch11 review card (2) - KEY TERMS Human resource manage...

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Unformatted text preview: KEY TERMS Human resource manage- ment (HEM) the process of finding. developing. and keeping the right people to form a qualified workforce Bona frde occupational qualification (BFOQJ an excep- tion in employment law that permits sex. age.reiuion.andthelllterobe used when making employment decisions. but only ifthey ate‘rea- sonabiy necessary to the normal op- eration of that particular business! BFDQs are strictly monitored bythe Equal Employment Opportunity Commission. Disparate treatment inten— tional discrimination that occurs when people are purposely not given the same hiring. promotion or membership opportunities because of their race. color. serr. age. ethnic group. national origin. or religious beliefs Adverse impact unintentional discrimination that ocarrs when members of a particular race. sex. or ethnic group are unintentionally harmed or disadvantaged because they are hired. promoted. or trained (or any other employment decisionl at substantially lower rates than others Four-fifths (or so percent) rule a ane ofthumbused bythe courts and the EEOC to determine whether there is evidence of ad- verse Impact. A violation of this rule occurs when the selection rate for a protected group islessthan BO per- cent or four-films ofthe selection rate for a nonprotected group. Sexual harassment a form of discrimination in which unwelcome sexual advances. requests for sexual favors. or other verbal or physical conduct of a sexual nature occurs while performing one'sjob Quid pro quo sexual harass- ment a form of sexual harassment in which employment outcomes. such as hiring. promotion. or simply keeping one's lob, depend on whether an individual submits to sexual harassment Hostile work environment a form of sexual harassment in which unwelcome and demeaning sexually related be havior creates an intimidating and offensive work environment . :-irrigmzrinm-nignrane:jean2:j3*Yi‘ t -J,: «-:.'\.i‘ I mowse Carda_1-86.irlld 22 Recruiting the processof developing a pool dquallftedjob applicants Job analysis: purposeful. systematic processfor collecting information on rheimportant work- reiatedaspectsofaiob Job description a written de- scription oithebasic tasks. duties. and responsibilitiesrequiredofan employee holding a particularjob Joli specificationsa written summary oftlreqtralificarions neededto succestftdlyperforrna partlctiarlob Internal recruitingnrepmcess ofdevelopirtg a pool ofquaiifiedjob applicantsirorn peopiewhoaiready workin thecompany External recruiting the process of developing a pool ofqualifred job applicantsfrom outside the company Selection the process of gathering information about job applicantsto decide who should be offered a job Validation the procas ofdeter- mining how well a selection test or procedure predicts future fob perfonnanceThe better or more accurate the prediction of future lob petformal'IcE. the more valid 3 test is said to be. Employment references sources such as previous employ— ers orcoworlrers who can provide jobreiated information abomiob candidates Background checks proce- dures used to verify the truthfulness and accuracyofinformation that applicants provide about them— selves and to uncover negative. lob-related background information not provided by applicants Spedfic ability tests (aptitude testsltesothat measuethe extent to which an applicant possesses the partlwlarkindofabilityneededmdo ajobwel Cognitive ability tests tests that measure the extent to which applicants have abilities in percep- tual speed. verbal comprehension. numerical aptitude, general reason- ing, and spatial aptitude Biographical data (bio- datal extensive surveys that ask applicants questions about their personal backgrounds and life experiences . r Worksample testsresrs that require applicants to perform tasks thatareactuallydoneon thejob Assessment centers in series of managerial simulations graded by trained observers. that are used to determine applicants‘ capability for managerial work Interviewsa selection tool in which company representatives ask job applicanrs lob-related qualms to determine whether they are qualified for the job Unstructured interview interviews in which interviewers are free to ask the applicants anything they want Structured Interviews inter- views in whidr all applicantsare asked the same setof standardized questions. usually induding situ— ational, behavioral. background. and job-knowledge questions Training developing the skills, experience. and knowledge employ- ee need to perform their jobs or improve their performance Needs assessment the process ofidentifying and prioritizing the learning needs ofempioyees Performance appraisal the procas of assessing how well em- ployees are doing rheirjobs Objective performance measures measures of job per formanor that are easily and directly counted or quantified Behavioral observation scales [BOSsl rating scales that indicate the frequency with which waiters perform specific behaviors that are representative of the job dimensions critical to successful job performance Rater training training perfor- mance appraisal raters in how to avoid rating errors and increase rating accuracy Boo-degree feedbacka per- fon'nance appraisal process in which feedback is obtained from the boss. subordinates. peers and coworkers. and the employees themselves Compensation the finandai and nonfrnanciai rewards that organiza- tions give employees in exchange for their work Employee separation the voluntary or involuntary loss of an employee Job evaluation a process that determines theworth of eachlob in a company by evaluating the rrraritet value ofthe knowledge. skills. and requirements needed to perform it Pieceworlt a compensation sys- teminwhichemployeesarepaida setrateioreadritemtheyproduce Commission a compensation system in which employees earn a percentage of each sale they make Profit sharing a compensation system in which a company pays a percentageofits profitstoem- pioyees In addition to their regular compensation Entployeastodr ownership plan [£509] a compensation' systernthatawardsemployeesshares ol'corrrpany stodr h addition to their regular Wm“ Stock options a compensation system that gives employees the right to purchase shares of stock at a setpriceeven ifthevalue ofthe stock increases above that price Wrongful discharge a legal doctrine that requires employers to have a job-related reason to termi- nate employees Downsizing the planned elimina- ‘ tion ofpr In acornpam' Outplacement servicesem» rioyrmnt-aormseik'rg servica offered toernpioyeesvvhoare losing their jobs because of dowrisiz'ng Early retirement incentive programs (ERIPsl programs that offer financial benefitsto employees to encourage them to retire early Phased retirement employees transition to retirement by working reduced hours overa period oftirne before completely retiring Employee turnover loss of employees who voluntarily choose to leave the company Functional turnover loss oi poor-permrming employees who voluntarily chooseto leave a company Dysfunctional turnover loss of high-performing employees who voluntarily choose to leave a company i _ e is; 4 i i ...
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